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Table of Contents
                            THE CERTIFIED SIX SIGMA BLACK BELT PRIMER
	I. CERTIFICATION OVERVIEW
		CERTIFIED SIX SIGMA BLACK BELT
		CSSBB BODY OF KNOWLEDGE
	II. ENTERPRISE-WIDE DEPLOYMENT
		A. ENTERPRISE VIEW
			1. VALUE OF SIX SIGMA
			2. BUSINESS SYSTEMS AND PROCESSES
		B. LEADERSHIP
			1. ENTERPRISE LEADERSHIP
			2. SIX SIGMA ROLES & RESPONSIBILITIES
		C. ORGANIZATIONAL GOALS AND OBJECTIVES
			1. LINKING PROJECTS TO ORGANIZATIONAL GOALS
			2. RISK ANALYSIS
			3. KNOWLEDGE MANAGEMENT
		D. HISTORY OF ORGANIZATIONAL IMPROVEMENT
			Philip B. Crosby
			Dr. W. Edwards Deming
			Dr. Armand V. Feigenbaum
			Dr. Kaoru Ishikawa
			Dr. Joseph M. Juran
			Dr. Walter A. Shewhart
			Dr. Genichi Taguchi
		QUESTIONS
	III. BUSINESS PROCESS MANAGEMENT
		A. PROCESS VS FUNCTION
			INTRODUCTION
			1. PROCESS ELEMENTS
			2. OWNERS AND STAKEHOLDERS
			3. PROJECT MANAGEMENT AND BENEFITS
			4. PROJECT MEASURES
		B. VOICE OF THE CUSTOMER
			1. IDENTIFY CUSTOMER
			2. COLLECT CUSTOMER DATA
			3. ANALYZE CUSTOMER DATA
			4. DETERMINE CRITICAL REQUIREMENTS
		C. BUSINESS RESULTS
			1. PROCESS PERFORMANCE RESULTS
			2. BENCHMARKING
			3. FINANCIAL BENEFITS
		QUESTIONS
	IV. PROJECT MANAGEMENT
		A. PROJECT CHARTER AND PLAN
			1. CHARTER/PLAN ELEMENTS
			2. PLANNING TOOLS
			3. PROJECT DOCUMENTATION
			4. CHARTER NEGOTIATION
		B. TEAM LEADERSHIP
			1. INITIATING TEAMS
			2. SELECTING TEAM MEMBERS
			3. TEAM STAGES
		C. TEAM DYNAMICS AND PERFORMANCE
			1. TEAM-BUILDING TECHNIQUES
			2. TEAM FACILITATION TECHNIQUES
			3. TEAM PERFORMANCE EVALUATION
			4. TEAM TOOLS
		D. CHANGE AGENT
			1. MANAGING CHANGE
			2. ORGANIZATIONAL ROADBLOCKS
			3. NEGOTIATIONS & CONFLICT RESOLUTION
			4. MOTIVATION TECHNIQUES
			5. COMMUNICATION
		E. MANAGEMENT AND PLANNING TOOLS
			INTRODUCTION
			1. AFFINITY DIAGRAMS
			2. INTERRELATIONSHIP DIGRAPHS
			3. TREE DIAGRAMS
			4. PRIORITIZATION MATRICES
			5. MATRIX DIAGRAMS
			6. PROCESS DECISION PROGRAM CHARTS
			7. ACTIVITY NETWORK DIAGRAMS
		QUESTIONS
	V. SIX SIGMA METHODOLOGY - DEFINE
		A. PROJECT SCOPE
		B. METRICS
		C. PROBLEM STATEMENT
		QUESTIONS
	VI. SIX SIGMA METHODOLOGY - MEASURE
		A. PROCESS ANALYSIS AND DOCUMENTATION
			1. TOOLS
			2. PROCESS INPUTS AND OUTPUTS
		B. PROBABILITY AND STATISTICS
			1. DRAWING VALID STATISTICAL CONCLUSIONS
			2. CENTRAL LIMIT THEORY
			3. BASIC PROBABILITY CONCEPTS
		C. COLLECTING AND SUMMARIZING DATA
			1. TYPES OF DATA
			2. MEASUREMENT SCALES
			3. METHODS FOR COLLECTING DATA
			4. ASSURING DATA ACCURACY AND INTEGRITY
			5. DESCRIPTIVE STATISTICS
			6. GRAPHICAL METHODS
		D. PROPERTIES OF PROBABILITY DISTRIBUTIONS
			1. DISTRIBUTIONS COMMONLY USED
			2. OTHER DISTRIBUTIONS
		E. MEASUREMENT SYSTEMS
			1. MEASUREMENT METHODS
			2. MEASUREMENT SYSTEM ANALYSIS
			3. METROLOGY
		F. ANALYZING PROCESS CAPABILITY
			1. PROCESS CAPABILITY STUDIES
			2. CALCULATING PROCESS PERFORMANCE
			3. PROCESS CAPABILITY INDICES
			4. PROCESS PERFORMANCE INDICES
			5. SHORT-TERM VS. LONG-TERM CAPABILITY
			6. NON-NORMAL DATA TRANSFORMATIONS
			7. PROCESS CAPABILITY FOR ATTRIBUTE DATA
		QUESTIONS
	VII.SIX SIGMA METHODOLOGY - ANALYZE
		A. EXPLORATORY DATA ANALYSIS
			1. MULTI-VARI ANALYSIS
			2. MODELING RELATIONSHIPS - VARIABLES
		B. HYPOTHESIS TESTING
			1. FUNDAMENTAL CONCEPTS
			3. MEANS, VARIANCES AND PROPORTIONS
			4. PAIRED-COMPARISON TESTS
			5. GOODNESS-OF-FIT
			6. DEFINE AND APPLY ANOVA
			7. CONTINGENCY TABLES
			8. NONPARAMETRIC TESTS
		QUESTIONS
	VIII. SIX SIGMA METHODOLOGY - IMPROVE
		A. DESIGN OF EXPERIMENTS
			1. INTRODUCTION
			2. TERMINOLOGY
			3. PLANNING AND ORGANIZING EXPERIMENTS
			4. RANDOMIZED BLOCK DESIGNS
			5. FULL FACTORIAL EXPERIMENTS
			6. TWO LEVEL FRACTIONAL FACTORIALS
			7. TAGUCHI ROBUST CONCEPTS
		B. RESPONSE SURFACE METHODOLOGY
			1. STEEPEST ASCENT/DESCENT EXPERIMENTS
			2. HIGHER-ORDER EXPERIMENTS
		C. EVOLUTIONARY OPERATIONS
		QUESTIONS
	IX. SIX SIGMA METHODOLOGY - CONTROL
		A. STATISTICAL PROCESS CONTROL
			1. OBJECTIVES AND BENEFITS
			2. SELECTION OF VARIABLE
			3. RATIONAL SUBGROUPING
			4. SELECTION OF CONTROL CHARTS
			5. ANALYSIS OF CONTROL CHARTS
			6. PRE-CONTROL
		B. ADVANCED STATISTICAL PROCESS CONTROL
		C. LEAN TOOLS FOR CONTROL
		D. MEASUREMENT SYSTEM RE-ANALYSIS
		QUESTIONS
	X. LEAN ENTERPRISE
		A. LEAN CONCEPTS
			1. THEORY OF CONSTRAINTS
			2. LEAN THINKING
			3. CONTINUOUS FLOW MANUFACTURING (CFM)
			4. NON-VALUE-ADDED ACTIVITIES
			5. CYCLE-TIME REDUCTION
		B. LEAN TOOLS
		C. TOTAL PRODUCTIVE MAINTENANCE (TPM)
		D. LEAN GLOSSARY
		QUESTIONS
	XI. DESIGN FOR SIX SIGMA
		DFSS INTRODUCTION
		A. QUALITY FUNCTION DEPLOYMENT
		B. ROBUST DESIGN AND PROCESS
			INTRODUCTION
			1. FUNCTIONAL REQUIREMENTS
			2. NOISE STRATEGIES
			3. TOLERANCE DESIGN
			4. TOLERANCE AND PROCESS CAPABILITY
		C. FAILURE MODE AND EFFECTS ANALYSIS (FMEA)
		D. DESIGN FOR X
		E. SPECIAL DESIGN TOOLS
		QUESTIONS
                        
Document Text Contents
Page 2

© QUALITY COUNCIL OF INDIANA
CSSBB 2001

INTRO-7 (2)

CSSBB Primer Contents

I. CERTIFICATION OVERVIEW . . . . . . . . . . . . . . . . . . I-1
CSSBB EXAM . . . . . . . . . . . . . . . . . . . . . . . . . . . . I-3
CSSBB BODY OF KNOWLEDGE . . . . . . . . . . . . I-6

II. ENTERPRISE-WIDE DEPLOYMENT . . . . . . . . . . II-1
ENTERPRISE VIEW . . . . . . . . . . . . . . . . . . . . . . II-2

VALUE OF SIX SIGMA . . . . . . . . . . . . . . . . II-2
BUSINESS SYSTEMS . . . . . . . . . . . . . . . . . II-8
PROCESS INPUTS, OUTPUTS . . . . . . . . . II-14

LEADERSHIP . . . . . . . . . . . . . . . . . . . . . . . . . . II-16
ENTERPRISE LEADERSHIP . . . . . . . . . . II-16
ROLES & RESPONSIBILITIES . . . . . . . . . II-19

ORGANIZATIONAL GOALS AND OBJECTIVESII-22
LINKING PRODUCTS TO GOALS . . . . . . II-22
RISK ANALYSIS . . . . . . . . . . . . . . . . . . . . II-25
KNOWLEDGE MANAGEMENT . . . . . . . . . II-30

HISTORY OF ORGANIZATIONAL
IMPROVEMENT . . . . . . . . . . . . . . . . . . . . . II-34

REFERENCES . . . . . . . . . . . . . . . . . . . . . . . . . II-50

III. BUSINESS PROCESS MANAGEMENT . . . . . . . . III-1
PROCESS VS FUNCTION VIEW . . . . . . . . . . . . III-2

PROCESS ELEMENTS . . . . . . . . . . . . . . . . III-5
OWNERS AND STAKEHOLDERS . . . . . . . III-9
PROJECT MANAGEMENT . . . . . . . . . . . . III-12
PROJECT MEASURES . . . . . . . . . . . . . . . III-14

VOICE OF THE CUSTOMER . . . . . . . . . . . . . . III-17

Page 365

© QUALITY COUNCIL OF INDIANA
CSSBB 2001

VI. SIX SIGMA METHODOLOGY - MEASURE
E. MEASUREMENT SYSTEMS

1. MEASUREMENT METHODS

VI-86 (365)

Torque Measurement
Torque measurement is required when the product is
held together by nuts and bolts. Torque is described as
a force producing rotation about an axis. The formula
for torque is:

Torque = Force x Distance

Impact Test
Impact strength is a material's ability to withstand
shock. Tests such as Charpy and Izod use notched
samples which are struck with a blow from a calibrated
pendulum.

The Steel Rule
The steel rule is used for direct length measurement.
The fine divisions on a steel rule establish its
discrimination which are typically 1/32, 1/64, or 1/100 of
an inch.

Page 366

© QUALITY COUNCIL OF INDIANA
CSSBB 2001

VI. SIX SIGMA METHODOLOGY - MEASURE
E. MEASUREMENT SYSTEMS

1. MEASUREMENT METHODS

VI-87 (366)

Surface Plates
Surface plates are a reference plane for dimensional
measurements. They are customarily used with a
toolmaker's flat, angles, parallels, V blocks and
cylindrical gage block stacks.

Dial Indicators
Dial indicators are mechanical instruments for
measuring distance variations. Most dial indicators
amplify a contact point reading by use of an internal
gear train mechanism.

Continuous Dial with 0.001" Graduations

Indicators have discriminations from 0.00002" to 0.001"
with a wide assortment of measuring ranges.

Page 729

© QUALITY COUNCIL OF INDIANA
CSSBB 2001

XI. DESIGN FOR SIX SIGMA
QUESTIONS

XI-59 (729)

11.1. A number of authors have recommended sequences by
which the HOQ (QFD) can capture customer needs in
the design. Please arrange the following design details
in appropriate sequence from start to finish.

I. Production requirements
II. Key process operations
III. Parts characteristics
IV. Engineering characteristics

a. I, II, III, IV c. IV, II, III, I
b. II, I, IV, III d. IV, III, II, I

11.6. The design steps in Taguchi's robust design sequence
are :

I. Concept design
II. Parameter design
III. Tolerance design

a. I, II, III c. II, I, III
b. I, III, II d. III, I, II

11.12. Failure modes and effects analysis involves what
activity?

a. The determination of the probability of failure in a
specified period of time

b. The expected number of failures in a given time interval
c. The study of the physics of failure to determine exactly

how a product fails and what causes the failure
d. A study of the probability of success in a given time

period

Answers 11.1 d, 11.6 a, 11.12 c

Page 730

© QUALITY COUNCIL OF INDIANA
CSSBB 2001

XI. DESIGN FOR SIX SIGMA
QUESTIONS

XI-60 (730)

11.18. Identify the design acronym(s) that would be considered
(a) subset(s) of DFX:

I. DFSS
II. DFA
III. DFM

a. I only c. I and III only
b. II and III only d. I, II and III

11.20. When faced with a complex problem which requires an
inventive solution, the method which produces the
results with the least wasted time, effort and resources
is:

a. Trial and error
b. Innate inventitiveness
c. Using ARIZ steps in the TRIZ method
d. Plan-do-check-act (PDCA)

11.22. Customer, functional, physical and process domains are
considered component elements of which of the
following DFSS approaches?

a. Axiomatic design
b. Design for X (DFX)
c. TRIZ
d. Set based concurrent engineering (SBCE)

Answers 11.18 b, 11.20 c, 11.22 a

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